What matters most
- Fit
- How the business fits the buyer's strategy, and whether the combination is worth more than the parts.
- Price discipline
- Knowing the number at which the deal stops making sense, and holding to it.
- Due diligence
- Finding out what the seller hasn't mentioned before it becomes the buyer's problem.
- Integration
- A plan for the first hundred days, agreed before completion rather than after.
Where it goes wrong
- Falling for a target and paying for synergies that never arrive.
- Treating due diligence as a box-ticking exercise.
- Leaving the people questions until after the deal is signed.
How Jaron helps
Defining what the buyer is looking for and screening opportunities
Approaching owners, including businesses that aren't formally for sale
Valuation, structure and negotiation
Coordinating due diligence and the other advisors through to completion
Other situations
- Selling a businessTiming, preparation and choosing a buyer who will complete.
- Raising capitalThe right capital, on the right terms, from the right people.
- RefinancingResetting debt so it suits the business as it is today.
- Partners and joint venturesBringing in a partner on terms that still work when things get difficult.
- SuccessionPlanning an owner's exit on their own terms.
Engagements are by introduction.
How introductions work